FACULTY and DEPARTMENTAL STRUCTURES: WHAT DRIVES

Transcript:FACULTY and DEPARTMENTAL STRUCTURES: WHAT DRIVES:
FACULTY and DEPARTMENTAL STRUCTURES: WHAT DRIVES CHANGE IN UNIVERSITIES? Professor Stephen Hagen 1 Drivers for Change in a 21st Century University The higher expectations of students as fee-payers and consumers the pressure of a global economic crisis impacting on university funding streams; To optimize research quality and outputs The pressure to create larger universities and obtain a ‘critical mass’ Partnerships with companies, other universities and local schools and colleges the emergence and development of an HE global ‘market’ which will lead to increasingly differentiated offers from universities and where providers will have to recognise and deliver what they are good at; Increasing adoption of online learning and other technologies (and impact on learning methodology) provision that is increasingly shaped by the needs of employers, professions and markets rather than the expectations of individual academics increasing pressures on the financial stability and sustainability of universities global rankings and comparisons rather than national or regional benchmarking; rising expectations among all stakeholders – internal and external; but especially pressure from government to drive the local economy competition increasing within and beyond the HE sector, both at home and overseas 2 The University’s 21st Century Agenda... Students at the heart of the University All-year operation Student centred learning experience Connected, contributing and celebrating alumni achievements Distinctive and professional higher education “Triple helix” partnership with industry and government Gateway between the regional and the global economy Common Core Skills and Employment skills Vibrant applied research and innovation culture Grow research in distinctive and strategically important academic disciplines Entrepreneurial approach to applying knowledge and expertise Innovation and business Strong and dynamic strategic alliances feeder schools Expand and improve business engagement Intellectual property management High-impact “with company” and “in company” provision Shared facilities with other universities Pervasive use of new technologies Increase on-campus overseas student recruitment Study Abroad opportunities Develop international research partnerships Excellent employment prospects World position in Global ratings 3 Research-informed innovation and business engagement Entrepreneurship Transforming lives Professional, employment-focused education Innovation Distinctive research Economic, social and cultural need Inspire individuals, organisations and communities High quality learning, research and enterprise Developing the creative, innovation and entrepreneurial capabilities Social change and inclusion Positive impact on the economy, society and culture of society Engagement Ethical, open, collaborative and professional work ethos Environmentally-aware and sustainable Excellent student experience Exchange for knowledge Magnet for enterprise Excellence in learning and teaching Creativity Engine for social and economic regeneration Force for